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The Knowledge, Skills, and Abilities (KSA) framework, is a series of narrative statements that, along with résumés, determines who the best applicants are when several candidates qualify for a job. The knowledge, skills, and abilities (KSAs) necessary for the successful performance of a position are contained on each job vacancy announcement ...
Administrative assistants in some fields may be required to have extensive professional knowledge. Accordingly, duties for these assistants may be more specialized. For example, legal administrative assistants may need to have a thorough understanding of legal terminology and procedures, while medical assistants may need to be well-versed in ...
Competencies include all the related knowledge, skills, abilities, and attributes that form a person's job. This set of context-specific qualities is correlated with superior job performance and can be used as a standard against which to measure job performance as well as to develop, recruit, and hire employees.
These human attributes have been commonly classified into four categories: knowledge, skills, abilities, and other characteristics (KSAO). Knowledge is the information people need in order to perform the job. Skills are the proficiencies needed to perform each task. Abilities are the attributes that are relatively stable over time.
A secretary, administrative assistant, executive assistant, personal secretary, [4] or other similar titles is an individual whose work consists of supporting management, including executives, using a variety of project management, program evaluation, communication, and/or organizational skills within the area of administration.
Becoming a personal assistant requires the employee to have experience in previous administrative jobs, which entails the use of computers and information systems. Like any other role that is related to an office administrator, the job title of personal assistant requires the employee to be organized, show professionalism and have an ability to ...
The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...
The degree is designed to give a broad knowledge of the functional aspects of a company and their interconnection, while also allowing for specialization in a particular area. The degree also develops the student's practical, managerial and communication skills, and business decision-making capability to succeed in the competitive world. [10]
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